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Ca Clarity For New Product Development- Business Presentation

The CA Clarity PPM for New Product Development (CA Clarity PPM for NPD) solution helps organizations shorten the time to market for new products, increase their rate of innovation, increase new product sales and reduce new product development costs by balancing all product development skills and resources for optimum strategic, financial and operational impact across all product lines in all product life cycle phases.

<number>KEY POINTS• IAM addresses a number of key security challenges faced by most IT organizations today.• There is a the growing need to more effectively manage the identities of diverse users and the access they need to critical resources, while meeting regulatory compliance requirements. • Our ultimate goal is to help our customers to achieve a more effective, efficient and competitive IT environment.This presentation is an initial overview of the security challenges addressed by Identity and Access Management (IAM), and the leadership solutions CA offers to address these issues. IAM is one of the hottest topics for IT Management today, driven by the growth of diverse user communities (external and internal) and the resources they need to access, as well as the growth of regulatory pressures and the need to more easily and successfully comply with those regulations. CA has the right combination of expertise, technology and products, and the processes to help our customers achieve a more effective, efficient and competitive IT environment to meet today’s and tomorrow’s challenges.<number>

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KEY POINTSCA Clarity PPM is used by many of the world’s leading companies to improve their new product development performance.Recent studies show that corporate leaders now see improving innovation as the most effective way to improve profitability and growth. This is now more important than any of the cost reduction initiatives of the past such as Six Sigma, ERP implementations and Supply Chain improvements.It is important to understand the overall business goals that lead these companies to invest in a PPM solution for NPD.These are some of the ways our customers describe their efforts to improve innovation performance[Question the audience to see if these are consistent with their own goals.]<number>

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So how do companies improve their innovation performance?One way of understand this is to study best performing innovators.This data comes from the “Best Practices in Product Innovation” study completed by the American Productivity & Quality Center and the Product Development Institute whose founder, Dr. Robert Cooper is cited as the “world’s top scholar on innovation” by the Journal of Product Innovation Management.The study completed in March 2003, of 105 businesses identified the Best (top 20%), Worst (bottom 20%) and average innovation performers based on key innovation metrics such as % profits and % sales from new products.The study then went on to compare innovation practices between these groups in an attempt to identify innovation best practices[Note: These percentages are not intended to add up to 100%]For example, almost 80% of best performers (top 20%) have a formal and systematic portfolio management process in place compared to only 27% of the worst performers (bottom 20%) and 50% of average performers.Almost 80% of best performers have senior management commitment to NPD compared to only 27% of worst performers.From this comparison of best and worst performers, we can deduce what can be considered innovation best practices. At CA, we consider this first group of best practices as all being related to the discipline of portfolio management or aligning and balancing the product portfolio.<number>

The next two best practices we classify as pipeline management or prioritizing and balancing the project portfolio.<number>

Excellent quality of execution we consider to be dependent on effective project and resource management.<number>

KEY POINTSPortfolio ManagementPortfolio management primarily answers the question “In which products should we invest?”Input comes from:Business strategy planning (Where should we compete? What are the performance targets (KPIs)?)Operational Planning (Budgets, Resources)Ideation (Customer needs, Market Opportunities, Technology Development Projects, Product Ideas)Pipeline ManagementPipeline Management primarily answers the question “When can we deliver these development projects given our financial and resource constraints?”NPD projects are prioritizedDependencies are identifiedNPD projects are ranked and sequenced based on demand and capacityIdea-to-Launch ManagementAnswers the question “What is the appropriate idea-to-launch process? How do we ensure consistency and quality? How do we make go/kill decisions?”Encourages NPD best practices through automated process, workflow and deliverable (document) managementProject & Resource ManagementCoordinates all NPD project work for cross-functional NPD teamsMaintains accurate work schedulesAllocation and assignment of resources to plans and activitiesTracking of status, risks and issuesCapture time/effort spent to calculate actual costs for comparison with budgets and forecasts and to accurately report R&D investment credit<number>

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KEY POINTS• CA has the right IAM solution to meet the needs of growing, competitive and dynamic enterprises today – who need…(see list)IAM has been built and implemented in years past typically as point products and home grown implementations. • The trend is to move to a more comprehensive approach, which can be implemented in modules but shares some common elements—and leverages those capabilities so that there is consistency in security management. • A common model of roles, processes and policies is what gives the CA IAM platform the power that it has – across all of the key aspects – identity administration, provisioning, access management and auditing and monitoring. To deliver on that goal of managing identities and their access rights—here’s a further drill down view on IAM:SPEAKER: Talk through the process of creating a user identity, assigning roles, and granting users access rights to the applications required for their role, and then how the access policies are managed on the back end through policy enforcement. And then auditing and monitoring of identity and access events that need to be reported, correlated and acted upon. IAM has been built and implemented in years past typically as point products and home grown implementations—but the trend is to move to a more comprehensive approach, which can be implemented in modules but shares some common elements—and leverages those capabilities so that there is consistency in security management. All the different aspects of the IAM solution are important—and critical to be able to manage across all of your user communities and all of your infrastructure, whether distributed or mainframe, etc. This diagram depicts the key elements in a comprehensive IAM platform and how they interrelate at a high level. Show the four key elements of an IAM platform. Point out the wide variety of resources controlled and managed by this platform. Show how the different types of users might interact with the platform.A common model of roles, policies, etc. is what gives this platform the power that it has. This allows:greater efficiency since administration becomes easier as the level of integration of the components increasesbetter user services, since there can be a single interaction point to perform things like self-service, rather than requiring users to have multiple interactions to perform one logical transactiongreater security, since it is less likely that there are security “holes” that might exist if, for example, each component had a different notion of what a role was.<number>

Here are a few of the key differentiators why over 600 customers have selected Clarity. Whether it’s the most extensive feature set, configurability, best in class technology, or a PPM solution geared to support your IT Governance maturity, CA Clarity provides all the necessary attributes to deliver the lowest ownership cost of any PPM solution.<number>

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Field-experienced Architects and Consultants target your business and IT goals to ensure maximum return on your investments and resourcesSolutions based on delivering and supporting industry standard best practices with workflows, methodologies and templatesDomain expertise and thought leadership in Project & Portfolio Management, IT Governance, Risk and Compliance, New Product Development and Professional Services Associations 18

You can customize the text on this slide. This is just a suggestion on how to articulate the value of partnerships.<number>

You can customize the text on this slide. This is just a suggestion on how to articulate the value of partnerships20

You can customize the text on this slide. This is just a suggestion on how to articulate the value of partnerships<number>

CA Education helps you maximize your business results with CA software by delivering robust training solutions that develop agile, competent and proactive professionals who can successfully support your business goals and IT requirements. Our certified and experienced team, in collaboration with leading education partners, transfer deep expertise in CA software products and IT best practices to over 25,000 students per year. The result is you can get more done in less time, see less downtime and deliver faster service.CA Education applies a Unified Learning Approach that aligns training to your overall investment in CA software. This approach is supported by a proven curriculum development methodology that produces predictable, reliable and measurable outcomes. It is enabled by standardized learning paths and Education Needs Assessments; competency evaluation and certification to prepare your organization to apply Enterprise IT Management (EITM) successfully.Learning paths define the foundation training and advanced curriculum to support the successful deployment and adoption of Enterprise IT Management (EITM) solutions. Each CA pre-defined learning path is role-based and represents a proven classification of courseware for each product or solution to optimize your learning experience. An Education Needs Assessment (ENA) can be used to quickly identify the types of training needed for specific members of your team and easily plan a roadmap for skill development that accelerates training deployment and EITM solution adoption. Leveraging an ENA enables you to customize the content, timing and delivery of your staff’s training. An ENA can help you determine the ideal learning path for you and your team. Best Practices Portfolio — CA Education has the most comprehensive portfolio of best practices training offerings (for ITIL, Help Desk, ITAM, CISSP, SNIA) in the industry. Completion of some CA product training may apply toward continuing education credits for various IT industry certifications. <number>

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What do these figures/facts mean to a customer?Proven market leadership – selecting a proven solution minimizes PPM investment risksLong-term history of active development/investment and expanding functionality – it’s more than just buying a solution for today but partnering with a vendor that has shown long-term commitment to this software area and is willing to be a thought leader in this spaceDeployed successfully in over 700 companies (not just shelfware) – selecting the right software is the first step – you must then implement and deploy the application and CA has proven we can do this successfully.We also invest in various customer outreach programs like the advisory board and regional user groups to create an open forum/channel for customers to share with CA how to improve the application and help guide the product roadmap<number>

Sony is a leading producer and distributor of motion pictures and television programming; global operations in 67+ countriesSony has over 5,500 employees,, and revenue over $6.6B Sony Pictures Entertainment is a great example where an organization is using eTrust SiteMinder and CA Identity Manager to address several challenges in their enterprise. ••Full written business value story of this customer can be found on ca.com<number>

Sony is a leading producer and distributor of motion pictures and television programming; global operations in 67+ countriesSony has over 5,500 employees,, and revenue over $6.6B Sony Pictures Entertainment is a great example where an organization is using eTrust SiteMinder and CA Identity Manager to address several challenges in their enterprise. ••Full written business value story of this customer can be found on ca.com<number>

Sony is a leading producer and distributor of motion pictures and television programming; global operations in 67+ countriesSony has over 5,500 employees,, and revenue over $6.6B Sony Pictures Entertainment is a great example where an organization is using eTrust SiteMinder and CA Identity Manager to address several challenges in their enterprise. ••Full written business value story of this customer can be found on ca.com<number>

There a various factors that need to be considered when selecting a PPM solution. Why CA for PPM?You need to select the right partner, choose a proven solution, and get rapid time to value. CA PPM has all three criteria covered.<number>

KEY POINTS• Thank you and now let’s discuss how we can move our discussion forward to better understand and align your most important challenges with CA’s IAM Solution. • I’d like to set up a follow-up working session and bring in one of CA’s security solution strategist to consult with us. Thank you for your time.

Ca Clarity For New Product Development- Business Presentation

1.
People Powered
Innovation
October 2008
CA Clarity for NPD

2.
Innovation
The Business Imperative This Decade
> 66% of companies rank innovation as
one of their top-three strategic
priorities1
> 67% of companies stated they would
increase spending on innovation in
20071
> Innovativeness drives company value2
1 Innovation 2007, Boston Consulting Group
2 Fortune, Most Admired Companies
2 May 22, 2009 High Performance Innovation

3.
Innovation is Challenged
> 40% of new products launched are
commercial failures1
> Over half of companies are dissatisfied
with the financial return of their
investment in innovation2
> 49% of companies are not dissatisfied
with their innovation-measurement
practices3
> 28% of companies don’t measure
their innovation performance1
1 Best Practices in Product Innovation, Product Development Institute/American Productivity & Quality Center, 2003
2 Innovation 2007, Boston Consulting Group
3 Measuring Innovation 2007, Boston Consulting Group
3 May 22, 2009 High Performance Innovation

4.
NPD Customer Needs
“We must make our product development projects more efficient while
continuing to increase our rate of innovation”
“We need to find a way to shorten the time it takes us to get from idea to
launch for new products”
“We must increase the sales and profit performance of our new products”
“The number 1 lever for increasing profitability and
growth is to improve innovation”
– 2005 AD Little Innovation Excellence Study
4 May 22, 2009 High Performance Innovation

5.
Our Understanding of Your Issues
> ADD CUSTOMER PROBLEMS YOU IDENTIFIED FROM
INITIAL CUSTOMER DISCUSSIONS thru the business DNA
process
> This should already be confirmed with the customer from
earlier business level discussion (same slide as in
business presentation)
5 May 22, 2009 High Performance Innovation

19.
The Value Delivered by CA Partnerships
> Deep expertise in PPM planning, design, and deployments
> A full PPM strategy which includes both strategic and
tactical elements
 Help clients understand their current environment and
associated risks
 Develop the necessary processes and definitions of roles
and responsibilities to ensure a successful PPM
implementation
> Proven methodology that ensures a high level of success
for PPM
19 May 22, 2009 High Performance Innovation

25.
Armstrong
“CA Clarity™ enables us to make sure
that the good ideas that come up in
hallway conversations, via e-mail
and over the phone are not lost. We
> Organizational Information now have a system in place for
capturing and leveraging these ideas,
organization wide, across business
 Construction Materials units and R&D teams, even across
disciplines.”
 Annual Revenue over $3 billion Mark Young,
Director, PMO,
 14,000 Employees Armstrong World Industries
> Problem
 Difficulty setting priorities, and balancing resources company-wide
 Critical process and design information was siloed within specific units and
product groups
 Disjointed view of product development activity increased the risk of
overbooked resources, missed customer deadlines and lost opportunities
> Solution: CA Clarity
 Reduced product development lifecycle by 50%
 Improved innovation by capturing ideas across organization
 Standardized product development process across business units and
product lines
 Increased visibility into resource demand and utilization
25 May 22, 2009 High Performance Innovation

26.
MSC Software
“MSC Software was successful in
obtaining ISO 9000 certification and in
implementing status tracking and
> Organizational Information approval automation for one of our
products. We had wanted to broaden
these efforts to even more products, but
 Software & Services quickly found that we couldn’t scale our
manual processes. The CA Clarity™
 Annual Revenue over $250 million workflow and collaboration tools allowed
us to remove this hurdle.”
 1200 employees Heather Buchanan,
IT Project Management,
> Problem MSC Software
 Manual status tracking and approval consume valuable resources, each
product line was reporting status differently and was not using common
status terminology.
 Inability to quickly view status and track each product line’s progress
limited quick corrective action.
> Solution: CA Clarity
 Implemented ISO 9000 certification across seven products, resulting in
increased development efficiencies and reduced costs.
 250% growth in release tracking coverage to deliver more products to
market on time and within budget.
 Faster product development launches with standardized, reusable
product development plans.
 Enforce corporate policies under which new projects may be started.
26 May 22, 2009 High Performance Innovation